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The biopsychosocial model (BPSM) on chronic pain is an interactive psychophysiological behavior pattern that cannot be separated into different independent components. However, the epistemological analysis of the classic BPSM, based on “biopsychosocial factors,” can be reduced to a list of biological, psychological and social factors, which can be addressed simultaneously, but independently, where simultaneity is seen as relationality. The purpose of this paper is to achieve a systemic and transdisciplinary vision of the idea of simultaneity and multidisciplinarity of the BPSM and propose a new model for the diagnosis and treatment of chronic pain.

Based on the following conceptual triad, co-autonomy, centralization and non-requisite variety, to constitute systemic indicators, the authors design a new conceptual model of cohesion, communication, conduction and coordination (CO4) model to deal with the relational system of chronic pain patients.

The indicators of the CO4 system as transdisciplinary structure create and focus a completely new relationship regarding the relational system of the chronic pain patients. This new conceptual framework transcends the objects and frameworks of each discipline separately, going beyond the multidisciplinary model.

The CO4 model allows a diagnostic and therapeutic standardization as a new model on chronic pain, improving therapeutic efficiency, resource use and laying the foundation for a common language in future chronic pain research.

Neurostrategy is an abductive decision-making process developed from the knowledge generated within the network of decision-makers. It links cognitive style with the team's decisional adaptability in relation to the organization's purpose. Neurostrategy differs from traditional methods, in which it addresses negative utility or decisional trauma, highlighting the variety of interests that are the main cause of team misalignment and allowing for the development of strategies to address them. Neurostrategy enables the classification of strategy deficiencies based on cohesion, coordination, communication and conduction (Co4).

This paper introduces a novel approach called relational neurostrategy (RNS) to elucidate the knowledge processes influencing decision-making. RNS aims to “capture” the intricate processes guiding decisions, enabling the network's decisional plasticity in both forms and contents. This adaptability is crucial for effectively addressing posed challenges, while simultaneously mitigating the impact of diverse interests. The methodology also ensures transparency in the decision-making process and generates an effective solution strategy.

The RNS addresses two critical aspects of the decision-making process. Firstly, it reduces unnecessary variety stemming from multiple interpretations and secondly, it minimizes the adverse impact of diverse interests within the decision-making network. This approach results in strong and credible decisions that reflect the collective intelligence, cooperation and collaborative efforts of the network, rather than being imposed as absolute truths.

The RNS stands out as a distinctive decision-making method, setting itself apart from existing approaches. Its uniqueness becomes evident in its ability to address the question “what prevents the authors from … ?” from this inquiry, RNS successfully integrates unrequired variety and negative utility. By doing so, it strategically narrows down the search field to the universe of distinctions that truly constitute the problem. This innovative process not only enhances efficiency but also fosters a high level of participation in the strategic design of potential solutions. In essence, RNS brings unprecedented value by effectively navigating the intricacies of decision-making and maximizing the relevance of the identified problem space.

The purpose of this study is to introduce the concept of Ecopoiesis. Introduction of the concept of ecopiesis, which explains the linkage strategy between relational and energetic resources (sustainability) that enable the relational viability of living things.

The design is based on the use of the relationship between abduction, epigenesis, cismogenesis and morphogenesis.

This paper concludes with a counter-intuitive proposal to the dominant lines of thought, distinguishing: Complexity as vital interweaving, Aristotelian Oikos as communitarian distinction, Organism-Entorno from relational theory (beyond the interactional), in a cybernetic referential framework that allows tending to sustain and sustain life from Ecopoiesis.

According to a relational theory of cognition, the sources of knowledge go beyond genetic and environmental factors. In the sphere of explanation, this study moves from “how much,” “why” and “how” to “why not.” Thus, the processes involved in understanding the living are forced to move from the logic of parts to the logic of patterns, which implies developing an explanation that considers the unique characteristics of development, encompassing the diverse origins of the organization of the living.

This research aims to utilize Social Identity Theory to examine the role of identification on two forms of extra‐role behaviors, namely, organizational citizenship behaviors (OCB) and prosocial behaviors.

This study examined college students' reports of their identification with the university, organizational citizenship behaviors, and prosocial behaviors.

Results indicate that individuals who are highly identified with their organization are more likely to perform OCB, whereas individuals who are highly identified with their community are more likely to participate in prosocial behaviors. In addition, the relationship between organizational identification and prosocial behavior was found to be fully mediated by community identification.

The authors suggest that scholars take care when operationalizing OCB with actual behaviors that surpass task performance; these should differ from attitudes and common courtesy. Limitations include having constructs measured by the same source which can lead to common method variance.

Organizational identification may be an important factor when determining which individual will be willing to go the extra mile for the organization. Organizations may want to recruit, hire, and retain individuals who will identify with the organization as these individuals are more likely to go above and beyond task performance.

This study examined these two forms of extra‐role behavior simultaneously in order to better understand these behaviors as they occur.

Posits that every enterprise must institutionalize its workplace learning systems and opportunities in such a way that it radiates what it has already achieved and from this moves on to realize its full potential – in short, the enterprise itself is the key. Examines in successive chapters: the individual manager and questioning insights (Q); the major systems which the enterprise uses to capture and structure its learning; a SWOT analysis of the enterprise′s total learning; action learning, its contribution to the achievement of enterprise growth, and the role of programmed knowledge (P); the Enterprise School of Management (ESM) as a phoenix of enlightenment and effectiveness rising from the ashes of traditional, less effective management training initiatives; and, finally, the practical realization of the action learning dream, as evidenced by emerging examples of successful and profitable implementation worldwide. Concludes with a selection of pertinent abstracts.

Using a navigational metaphor, this chapter introduces readers to the sometimes stormy seas of implementing new learning technologies into a course, especially those that have pre-existing design flaws (lack of rigor, accountability, content and time constraints, etc.). In addition to presenting what we feel are some best practices in using iOS devices, we analyze nearly 600 students’ reactions to these devices related to how they were used in a 100 level survey style course. For every student who told us that they were “awesome” or helped them “learn and discover new things through [the] course,” there were multiple students who felt that “they are damaging [the] learning experience because they are distracting.” The central argument of this chapter is that without engaging in a dialectic course (re)design process that puts the affordances of the learning technology in conversation with classic principles of instructional design, the utility of adding iOS devices will be limited at best and distracting at worst. The instructors in the course described here did use the devices in a variety of ways and many students were satisfied with the learning experience. However, for others, the combination of the course being too easy and too forgiving along with putting the Internet into students’ hands was a recipe for incivility and off-task uses of technology.

This chapter proposes a methodology to determine tourism policies that are effective in addressing the challenges of tourism as an instrument for development. A three-step process is proposed, including the preparation of a Green Paper that defines the different actors in the tourism system, as well as their functions vis-à-vis policy options; a White Paper that determines strategic positioning and a roadmap for action based on the diagnosis and analysis of the destination; and a Tourism Policy Plan that delineates the different governance actions. The model is examined from the perspective of the use of tourism as an instrument for development, with a consideration of the destination’s human, social capital, and participative governance systems.